Information Systems in Organizations Running the Business: Enterprise Systems (ERP)

Course Topics Overview Unit 1: Introduction Unit 2: Systems Analysis Unit 3: Organizational Systems Unit 4: Consumer Systems 2

Unit 3: Organizational Systems How do large firms function today? 3.1. Types of systems in organizations Running the business: enterprise systems (ERP) Managing the business: decision-making (analytics, BI, dashboards) Growing the business: knowledge management, R&D, and social business 3

Unit 3: Organizational Systems 3.2. Systems management Business analysis, requirements, and systems acquisition Developing systems: programming, testing, and deployment Systems integration: standards, interoperability, and external collaboration Managing risk: security, hackers, and privacy 4

Unit 3: Organizational Systems 3.3. Digital business innovation Generating IT value Competitive advantage of digital business models 5

? What is an ERP system? Business processes that span multiple functional areas Single System Single Database Many modules One copy of data Costs Benefits Risks Integration Partner Executive Support Change SAP, Oracle and Microsoft

Remember Swim Lane Diagram? Who does what and when?

Legacy Systems Conceptual Architecture Diagram SalesWarehouse Accounting

What kind of non-value added work is created when inventory data or credit data is old? Does your customer view your organization as the “well oiled machine”?

Enterprise System Sales + Warehouse + Accounting How many copies of data do I have? How much better is my decision making with a single copy of all data? How much non-value added work do I eliminate when inventory and credit data are current? How much happier are your customers when they are dealing with the “well oiled machine”?

Exercise Break up into teams of 3-4 On the following slide, identify all of the system interfaces: – What system needs to talk to what other system – One line per data flow

ERP Challenges Adoption – People HATE change! Configuration is extremely complex – Vanilla (config change only) vs. Customization Implementation is extremely complex Costs – Rohm and Haas spend $300 million over a period of three years – What else could they have done with $300 million? Risks – Mega-failures with ERP implementations in the mid-90s – Many companies went out of business as a result Internally focused – Need supply chain and customer relationship management too

ERP Benefits A single database providing superior, real- time, data-driven decision making Standardizing business processes based on industry best practices – Force business process reengineering Reduced operating costs – Rohm and Haas saved $200 million/year

Leaders in the ERP Space SAP Oracle Microsoft Dynamics New cloud based ERP providers?

SAP ERPSAP CRMSAP SCM

Making it Happen Executive Sponsor Driven by the business, not by IT Requires experts from all of the functional areas Top-tier Integration Partner Training, training, training Testing, testing, testing Don’t cut corners! – It could cost you a fortune – It could cost you your business

Unit 3: Organizational Systems How do large firms function today? 3.1. Types of systems in organizations Running the business: enterprise systems (ERP) Managing the business: decision-making (analytics, BI, dashboards) Growing the business: knowledge management, R&D, and social business 21

Unit 3: Organizational Systems 3.2. Systems management Business analysis, requirements, and systems acquisition Developing systems: programming, testing, and deployment Systems integration: standards, interoperability, and external collaboration Managing risk: security, hackers, and privacy 22

Unit 3: Organizational Systems 3.3. Digital business innovation Generating IT value Competitive advantage of digital business models 23